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The purpose of this research is to explore the effect of proactivity on work–family enrichment through thriving at work and the moderation of such mediation by immediate supervisor perspective-taking.

Research data consisting of two-wave lagged data (N = 470) were collected from 470 employees of 17 domestic Chinese firms to examine the proposed moderated mediation model.

The findings show that proactivity was positively related to work–family enrichment and that thriving at work partially mediated this relationship. Immediate supervisor perspective-taking strengthens the effect of proactivity on thriving at work, and a positive indirect relationship exists between proactivity and work–family enrichment through thriving at work when immediate supervisor perspective-taking is high.

Organizations should formulate policies to motivate employees to engage in proactive behavior and stimulate employees' thriving at work. Organizations should also select leaders who are good at perspective-taking and provide training to leaders to help them take others' perspectives.

These results deepen our theoretical understanding of the consequences of proactivity by demonstrating the positive associations between proactive behavior and work–family enrichment. The current study also contributes to the literature by identifying the mediating mechanism of thriving at work to explain the relationship between proactivity and work–family enrichment. Furthermore, the results show that supervisor perspective-taking moderates the above mediation.

The purpose of this paper is to explore job design mechanisms that enhance team proactivity within a lean production system where autonomy is uttermost restricted. We propose and test a model where the team learning process of building shared meaning of work mediates the relationship between team participative decision-making, inter team relations and team proactive behaviour.

The results are based on questionnaires to 417 employees within manufacturing industry (response rate 86 per cent) and managers’ ratings of team proactivity. The research model was tested by mediation analysis on aggregated data (56 teams).

Team learning mediates the relationship between participative decision-making and inter team collaboration on team proactive behaviour. Input from stakeholders in the work flow and partaking in decisions about work, rather than autonomy in carrying out the work, enhance the teams’ proactivity through learning processes.

An investigation of the effects of different leadership styles and management policy on proactivity through team-learning processes might shed light on how leadership promotes proactivity, as results support the effects of team participative decision-making – reflecting management policy – on proactivity.

Lean production stresses continuous improvements for enhancing efficiency, and such processes rely on individuals and teams that are proactive. Participation in forming the standardization of work is linked to managerial style, which can be changed and developed also within a lean concept. Based on our experiences of implementing the results in the production plant, we discuss what it takes to create and manage participative processes and close collaboration between teams on the shop floor, and other stakeholders such as production support, based on a shared understanding of the work and work processes.

Learning at the workplace is essential for long-term employability, and for job satisfaction and health. The lean concept is widely spread to both public bodies and enterprises, and it has been shown that it can be linked to increased stress and an increase in workload. Finding the potential for learning within lean production is essential for balancing the need of efficient production and employees’ health and well-being at work.

Very few studies have investigated the paradox between lean and teamwork, yet many lean-inspired productions systems have teamwork as a pillar for enhancing effectiveness. A clear distinction between autonomy and participation contributes to the understanding of the links between job design, learning processes and team proactivity.

Although proactivity is thought to have positive effects in the workplace, researchers still need to learn more about the contingent aspects of these effects. Proactivity, a challenging form of promotive behavior that is generally desired by organizations, can lead to unexpected consequences such as role overload, job strain, and conflict with coworkers, which may undermine future proactivity. The purpose of this paper is to examine the impact of proactive behavior on job satisfaction, affective commitment, and conflict with coworkers, in the context of collaborative work. This study investigates the extent to which collaborative behavior, an affiliative form of promotive behavior, can mitigate the impact of proactive behavior on conflict and promote positive individual psychosocial outcomes, thus making proactive behavior more sustainable in the workplace.

Using a survey methodology, data were collected from a sample of 170 teachers engaged in collaborative work.

Results show that both proactivity and collaborative behavior positively impact affective outcomes, but have opposite effects on conflict. Collaborative behavior complements proactive behavior in that it enhances the effects of proactivity on satisfaction and reduces its impact on conflict.

Creating the appropriate organizational conditions to support employee proactivity is critical for enhancing proactive employees’ work experience and success, effectively motivating and retaining them, and promoting future proactivity. The results indicate that collaboration creates a context where the positive effects of proactivity are enhanced and its negative effects are weakened.

This research is one of the first studies to examine the interactive effects of proactivity and collaboration. The study shows that collaborative behavior can play an important role in enhancing the benefits of proactivity. Thus, the research advances a contingency perspective of proactivity and contributes to a better understanding of its effects.

Proactivity is a type of goal-directed work behavior in which individuals actively take charge of situations to bring about future change in themselves or their organization. In this chapter, we draw on goal-regulation research to review conceptual and empirical evidence that elucidates some of the complex links of affective experience and employee proactivity. We identify the different ways in which affective experience influences different stages of proactivity, including employees’ efforts in setting a proactive goal (envisioning), preparing to implement their proactive goal (planning), implementing their proactive goal (enacting), and engaging in learning from their proactive goal process (reflecting). Overall, our review suggests an important, positive role of high-activated positive trait affectivity and moods in motivating proactivity across multiple goal stages, as compared to low-activated positive affectivity and moods. The role of negative affect is mixed, and likely depends on both its valence and the stage of proactivity that is being considered. We identify a lack of research on the role of discrete emotions for employee proactivity. We discuss future avenues for research, particularly the roles of intra- and inter-personal emotion regulation for proactivity and of affective embeddedness of proactive processes in the social environment of organizations.

This article aims to provide knowledge on the antecedents and consequences of individual proactive behaviour. The proposed research model includes two unexplored antecedents (experienced meaningfulness of work and industry competitive intensity) and one consequence (individual proficiency).

Data were collected from 297 salespeople working at 105 enterprises in a range of industries. Data analysis was performed by applying confirmatory factor analysis and structural equation modelling.

The results show (1) a positive association between industry competitive intensity and salespeople’s experienced meaningfulness of work and their proactivity at work; (2) a positive relationship between salespeople’s proactive behaviour and their individual proficiency and (3) that salespeople’s proactivity mediates the relation between industry competitive intensity and the experienced meaningfulness of work and individual proficiency.

The results suggest that managers could stimulate proactive behaviour by increasing the experienced meaningfulness of work. They also indicate that it is not only individual factors that are relevant in stimulating proactive behaviour at work, as contextual factors (particularly external ones) can also influence individual decisions with regard to engaging or not in proactive behaviour. Our findings regarding the positive relationship between proactivity and proficiency would help managers to encourage salespeople’s proactive behaviour.

The present study was conducted to investigate the relationship between team-level inclusive leadership perceptions, team thriving, and team proactivity as well as the moderating effect of team power distance on these relationships.

A two-wave survey study of 365 manufacturing employees comprising 85 teams in an organization in Eastern China was used to test the hypotheses.

The findings indicate that inclusive leadership stimulates collective thriving, which then promotes team proactivity. In addition, team power distance negatively moderates the relationship between inclusive leadership and collective thriving, as well as the indirect effect of inclusive leadership on team proactivity via collective thriving.

This study is one of the first to investigate the effects of inclusive leadership at the team level, and answers recent calls to investigate the mechanisms linking leadership-related constructs to team-level proactivity. The authors also identify an important boundary condition to the effects of inclusive leadership in team power distance.

This study aims to explore the association between empowering leadership and workplace proactivity.

The data have been collected through questionnaires from both the medical and non-medical staff members working in four National Accreditation Board for Hospitals & Healthcare (NABH)–accredited private hospitals in India. Confirmatory factor analysis has employed test reliability and validity and PROCESS MACRO (model 6) to test the proposed serial mediation model.

The results support the proposed hypotheses of the serial mediation model. Additionally, the authors have also found that psychological safety is a strong mediating variable than knowledge sharing between empowering leadership and workplace proactivity.

The findings should be interpreted by considering the cross-sectional research design and self-reported measures.

An organization can use the findings to promote employee proactivity at the workplace.

The study makes an attempt to explore the underdeveloped relationship between empowering leadership and workplace proactivity in the context of Indian NABH-accredited hospitals based on the self-determination theory.

This study examined the dynamical and positive effects of leader consultation on employee proactivity from a motivational perspective.

Survey data were collected twice a day from 107 employees in a week by using an experience sampling method.

On a daily basis, leader consultation had a positive effect on employees’ state work engagement, which in turn promoted employees’ proactivity. Moreover, authoritarian leadership weakened the positive relationship between leader consultation and employees’ state work engagement.

The findings provided a new perspective regarding the potential dynamic motivational effect of leader consultation on employees and generated interesting implications for paradoxical leadership theory.

The purpose of this paper is to investigate the mediating impact of work engagement on the relationship between three developmental job resources (i.e. autonomy, task variety, and feedback) and proactive work behaviors. It also attempted to explore the moderating role of job fit (demands-abilities (D-A) fit and needs-supplies (N-S) fit) in the proposed model.

Data were collected from 225 employees in 20 small and medium-size enterprises in Istanbul, Turkey. Hypotheses were tested using hierarchical multiple regressions and hierarchical moderated regressions.

It was found that engagement mediated the relationships between job autonomy, task variety, and proactive behaviors. Results also revealed that the relationships between autonomy, task variety, and engagement were positive and significant only for the employees with low D-A fit while the positive impact of engagement on proactive behaviors existed only for those employees with high N-S fit. The conditional indirect impact of job resources on proactive behaviors was strongest when the D-A fit was low and the N-S fit was high while this effect was non-significant when the D-A fit was high and the N-S fit was (either) low or high.

The generalizability of the findings is limited. Moreover, as the data are cross-sectional, it is not possible to derive causal inferences about the hypothesized relationships.

Organizations should provide their employees with more autonomy and task variety to enhance their engagement and proactivity. Moreover, organizations need to consider their employees’ level of job fit when they provide certain job resources.

This study tests the mediating role of engagement on the relationships between three developmental job resources and proactive behaviors. It also sheds light on the moderating role of job fit in the proposed mediation model.

The purpose of this paper is to explore how positive organizational behaviors, specifically team proactivity, can be captured through digital data and what determines content validity of these data. The aim is to enable scientifically rigorous HR analytics projects for measuring and managing organizational behavior.

Results are derived from interview data (N = 24) with team members, HR professionals and consultants of HR software.

Based on inductive qualitative content analysis, the authors clustered six data types generated/recorded by 13 different technological applications that were proposed to be informative of team proactivity. Four determinants of content validity were derived.

The overview of technological applications and resulting data types can stimulate diverse HR analytics projects, which can contribute to organizational performance. The authors suggest ways to control for the threats to content validity in the design of HR analytics or research projects.

HR analytics projects in the application field of managing organizational behavior are rare. This paper provides starting points for choosing data to measure team proactivity as one form of organizational behavior and guidelines for ensuring their validity.